The fashion industry is moving towards a more technological, flexible and customer-focused supply chain , that was the consensus in the panel “Fashion supply chain: Digital transformation and new logistical challenges” , where specialists agreed that traceability, omnichannel and operational resilience are now minimum requirements to compete in a highly volatile market.
During the breakfast meeting of the National Council of Executives in Logistics and Supply Chain (ConaLog) , Carlos Oropeza, Project Director at Miebach Consulting , opened the panel by reminding everyone that the bottlenecks of digital transformation do not come solely from technology.
“Processes, people, and technology have to work together like an orchestra. You can have the best tool, but if the process isn’t well-designed or there’s no change management, it simply won’t work,” he emphasized.
According to Oropeza, many companies invest in advanced systems, but fail to balance these three elements. And the impact is direct: the profitability and visibility of the supply chain depend precisely on this integration.
For its part, from the perspective of luxury retail , El Palacio de Hierro has found that visibility is one of the biggest drivers of satisfaction.
“One of the main detractors of NPS is not knowing where your order is. With real-time tracking, we improved our NPS by 30%,” explained María Devesa, Planning Director at El Palacio de Hierro .
But traceability not only builds customer trust, it also allows you to uphold the service promise in a market where luxury is no longer defined solely by the brand, but by the experience.
“The luxury experience is no longer about the premium label. It’s about adding value, emotions, and companionship,” he added.
Along these lines, El Palacio de Hierro has integrated virtual queues , enhanced the experience with a human touch, and is connecting its entire supply chain architecture through artificial intelligence to synchronize inventories, processes, and deliveries.
Devesa also spoke about the “new luxury” of 2025, in which “iconic brands remain, but today there is an accessible luxury that lives on Instagram and TikTok. They are communities. The challenge is to integrate these brands and ensure that Generation Z wants to return to the store.”
With 2.5 million SKUs and e-commerce growth of over 35% annually, the brand works with continuous planning, turnover analysis and a collaborative model between sales, stores and supply chain to respond to a volatile market without losing availability.
For Price Shoes , accuracy is the foundation of the business, as their clients need real availability to sell.
“For our partners, inventory has to be reliable. We achieved 99.6%–99.7% accuracy by integrating WMS, ERP, and TMS in real time,” said Jorge Pinzón, e-commerce Logistics Director .
But one of its biggest advances is in delivery. Faced with insufficient capacity from parcel delivery companies and with no intention of creating its own fleet, Price Shoes developed an alternative model.
“We developed an express fleet with independent carriers: the uberization of the last mile. We give them technology, flexible contracts, and weekly payment,” Pinzón emphasized.
Today, this model represents 60% of their deliveries and allows them to reach 50% of orders in Mexico City and the State of Mexico within 24 hours, in addition to generating economic opportunities for small transporters.
In that sense, fashion is experiencing one of the most uncertain moments in its recent history, and for Levi’s , the key is to react quickly to tariff volatility and changes in demand.
Edgar Contreras, LATAM director of D&L, explained how nearshoring became a strategic shield.
“With the tariff increases, we had to move quickly from China to Vietnam and other markets. Agility is only possible when you have well-trained processes, skilled talent, and flexibility,” he explained.
For Latin America, Levi’s has opted for suppliers that provide its highest-turnover SKUs, eliminating low-demand variations to gain speed.
“We increased our inventories by 15% to maintain availability. When the consumer is at the center, decisions become clearer,” he pointed out.
Contreras also warned about a common challenge of poorly integrated processes, staff turnover, and a lack of documented training that generate costly errors in systems such as SAP, WMS, and OMS.
Therefore, El-Moizz Malpica, Supply Chain Director at Coupa , pointed out that technological adoption does not depend solely on investment.
“Companies that lead in supply chain have three things: a culture of experimentation, a focus on the entire ecosystem, and leadership that drives technology from the top down,” he emphasized.
For Malpica, digitalization requires failing fast, learning faster, and that management pushes a comprehensive vision of value.
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